University Strategic Planning and Restructuring Update

Chancellor Charles Robinson recently convened members of his Strategic Operations Group, deans, vice provosts and representatives from housing, finance and administration and data strategy to discuss trends and forecasts for strategic enrollment management. The session provided a glimpse into possible enrollment scenarios and commensurate space and staffing needs that could result. 

“The purpose of the retreat was to have shared discovery and learning amongst these campus leaders so that we could get on the same page in our shared understanding of the opportunities and challenges presented by growth or no growth,” said Robinson.  

One result will be coordinating additional efforts to examine efficiencies and cost savings across the institution and at unit levels as part of strategic planning. Other areas of focus will center around budget modeling, position management, recruitment and retention outcomes for students and employees. 

“Overall, the 150 Forward Strategic Plan, strategy and tactics must embed a commitment to the land-grant mission; consistent, clear communication for all audiences; a culture of engagement; data driven decision-making; and strategic resource management,” Robinson said in describing the cross-cutting planning paradigm he’s asked the campus to embrace. 

“I am pleased that we have a shared commitment to collaborate and innovate,” Robinson observed. “We have so much momentum and opportunity to continue to seek process improvements, cost containment, and efficiencies for the purpose of providing more and better support to Arkansans. If we marshal resources including time, talent and expertise with a ‘One University of Arkansas’ mindset, there is nothing we cannot achieve.” 

RESTRUCTURING UPDATES 

Student success and employer of choice are two of the three pillars in the  campuswide 150 Forward strategic planning effort. To that end, resources and personnel from the central Office of Diversity, Equity and Inclusion have been realigned into student success, human resources and OEOC to augment opportunity, access, belonging and success for all students and employees campuswide. Personnel being reassigned into student success will support:  

• Academic and financial outreach support for 5,000 Pell-eligible undergraduates 
• First-year onboarding support for the 1,000 freshmen and transfer Arkansans who receive Pell Grants 
• Assisting students to support outcomes-focused student work and achievement 
• Assisting undergraduate students with identifying on-campus student employment opportunities and providing hiring managers with resources that enable students to have meaningful employment experiences 
• Proactive and reactive interventions for students who begin college as commuters, or receive certain scholarships, or are low-income Arkansans, providing more intentional and timelier outreach to students as they progress 
• Fundraising initiatives such as the Arkansas Land-Grant Scholarship, supporting low-income students from Arkansas   

Further realizing the announced administrative alignment between Human Resources and the Office of Equal Opportunity, Compliance and Title IX for the purposes of enhancing employer of choice initiatives, personnel being reassigned into human resources and OEOC will support: 

• Employee training, talent management and belonging for all employees campuswide 
• Defining gaps for recruiting and skills development  
• Implementing objectives around attracting, retaining, engaging, inspiring and developing all university employees and Employee Resource Groups  
• Identifying skill and development needs across the U of A campus and establishing strategic talent and leadership development plans to meet those needs  
• Establishing and implementing structures for talent skills assessment, talent potential for advancement, succession planning, talent flight risks, program nominations, skills profile matches for mentor selection programs, talent identification for development and nominations, talent reviews, and behavioral competencies/expectations that will be measured in performance evaluations  

“Danielle Williams and I are very excited to implement this model to meet current and future ambitions,” said Michelle Hargis Wolfe. “Together, OEOC and HR are in complete alignment about moving forward with structured and strategic support and training for campus.” OEOC reports dually to HR and the Office of the Chancellor.  

While these positions became effective Aug. 1, some staff will continue to transition over the course of the fall semester. 

In other restructuring news, the Office of University Relations has been reassigned to the Vice Chancellor for Governmental Relations Randy Massanelli.